Leadership (General)

In January 2012, as I began my first Challenger Sale implementations across several of our SBUs, there were certainly things I would later change in subsequent implementations. One thing that remains the same to this day, however, is in identifying my true goal for Sales Reps and Sales Leaders.

After sufficiently making a compelling case for departing from the status quo, I make one point abundantly clear with sales leaders and teams:

“My goal is NOT for you to become a Challenger! My goal is to help you achieve your goals with intentionality, predictability and repeatability. If you are currently not experiencing this in your sales performance, I can train you to any of the five profiles as each are capable of producing high performers. But only one has nearly a 14x higher likelihood of producing high performers! Therefore, in which of the five would you like me to aim my training?”

Should Challenger be Mandatory?

It’s understandable why leadership would want to make mandatory something as important as Challenger, especially given the organizational importance of meeting revenue and margin objectives. But doing so, can often have the exact opposite effect of what is intended. Following are three reasons why I would recommend avoiding the ‘mandate’ for anyone looking to implement The Challenger Sale.

Mandates lessen value.Whenever you take someone’s choice away from them, which is what making something mandatory does, you risk creating a perception that whatever is coming, can’t be that great. After all, if it were, people would want to participate without the requirement.

Mandates shift ownership.By default, when an organization makes something mandatory, the onus for the outcome lies squarely with the organization. Is this where you want the ownership for outcomes to be for the rep, or would you rather have the rep own their own outcomes?

Mandates don’t equate to buy-in.Anyone with children will quickly recognize this reality with the following example…“Tell your sister your sorry…like you mean it!” Just as mandates don’t equate to buy in, neither does compliance equate to behavioral change.

Not all mandates are bad. They definitely have their place, but using them in your Challenger implementation will start things off on the wrong foot. Furthermore, it is unnecessary if you properly frame the need for change before trying to reframe.

Regarding my original point on ‘making people Challengers,’ be careful of the message you are sending when implementing Challenger. Sending a message such as, “We are going to turn everybody into Challengers” will cause a lot of unnecessary anxiety and resistance. It will wreak of being the “next new program” and to many reps, will suggest you are taking a blind and blanket approach to selling. Their defenses will be primed to make impassioned pleas for why their current approach is sufficient. This is what happens when you lead WITH the solution, not TO the solution.

Important to remember is what CEB’s research didn’t show.

The research did not show Challenger as being the only successful profile. Sometimes, proponents of the Challenger research and methodology, can appear more like zealots than advocates. What the research did show, however, is Challenger as having the highest success rate for complex selling environments.

Therefore, if you are contemplating a Challenger implementation of your own, honor your team members by not elevating the importance of a “program” over their value as an individual.

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

As the childhood song goes, “When you’re happy and you know it clap your hands.” What about when you’re wrong?

Thursday, I received a phone call from yet another supplier that had the solution, but had no idea if I had that problem. Here is how the call began…

“Thanks for taking my call, Jeff. Do you have 5-10 minutes?” I replied, “I have no idea with whom I’m speaking, nor why spending 5-10 minutes would be in my best interest.”

SPOILER ALERT: This post is NOT about what he did wrong in the sales call. It’s about what I did wrong in my response.

How Should A Leader Respond?

I won’t go into details on how rude I became through the course of this 90 second call, but let’s just say my response to the rep was certainly punitive. Upon hanging up, I spent the next couple minutes mentally justifying my response and why it was okay for me to “teach him this hard lesson.”

This was the moment of truth for me…the moment in which I recognized something was wrong, and realized how I behaved next would be one of those ‘character-defining’ moments.

Fortunately, I had this sales rep’s email address from a previous attempt he had made, and I had the chance to start rebuilding, what I had so quickly and recklessly torn down. I apologized, taking responsibility for creating the low-point in his week, and for showing a lack of respect for him. Additionally, I committed to work on not treating others the same way going forward.

His response showed great professionalism, claiming that the subsequent interaction was the highlight of his week, not the low-point.

It turns out that this sales rep had learned more about the ineffectiveness of his approach through my respect for him as a person, than he did through my critique and rebuke of him as a sales person.

Leadership Tip

It is easy to critique, and call out problems we see in others. In our zealotry to uphold truth, right the wrongs, and teach a better way, we can leave quite a bit of carnage in our wake when our ‘principles’ trump our respect for ‘people.’

As leaders, our approach matters. While we may seek to ‘teach’ new and better ways, we must be quick to recognize the difference between Teaching and Preaching. As I have said before…

“A person who puts their own PR before [t]eaching is merely [PR]eaching.” (Tweet This)

How would you finish the lyrics to the song?
“If you’re happy and you know it, clap your hands. If you’re wrong and you know it…”

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Ron, a colleague of mine, is often counseling his sales team away from using the expression ‘good fit’ when working with prospects. His point merits repeating.

Ron’s counsel usually starts with, “Just because something ‘fits’ well, doesn’t mean it looks good or is something you should wear.”

One look at the picture to the left brings that point home, doesn’t it?

We as a society have become very accustomed to using the expression “good fit,” whether we are talking with prospects, or considering candidates for a position.

The Problem with “Good Fit”

Addressing this simply from a sales perspective, when we talk with customers or prospects in the same manner, by default, we are opening up the possibilities…and subsequently the defining criteria, to include any product or solution that also ‘fits.’ Why would we do that to ourselves? Why broaden the selection of possible suppliers to any and all that might ‘fit?’

For those that know me, you know I am a fan of CEB and their Challenger principles. One particular aspect that they continue to drive home is the necessity of delivering Commercial Insight.

In short, they speak of the progression of what is communicated. On one end is General Information, or noise that gets tuned out, and on the other end is Commercial Insight.

By definition, Commercial Insight not only disrupts [or Reframes] the prospects view of their business by juxtaposing the cost of current behavior against the potential of an alternate action, but simultaneously leads the prospect exclusively back to the supplier.

A New Way

Reps believe they have done well to truly uncover pain and save their solution to the end of the discussion. Indeed, they are doing better than many of their peers according to the statistics, but this can all fall apart if they fail to uncover the problems they are uniquely able to solve, and exclusively able to do better than any other supplier.

The link to my post on “Where are you leading?” will aid in the steps you can take to resolve this. But let’s all agree to avoid aiming for “fit.”

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

sta•tus quo

/ˈstātəs ˈkwō/ – Noun: The existing state of affairs, esp. regarding social or political issues: “they have a vested interest in maintaining the status quo”

“Status Quo” – The condition we all are describing these days. Whether talking about sales, marketing, innovation or strategy, our aim is always the same…to “disrupt the status quo.” But, this is commonly misunderstood.

While my aim for this post will center around salespeople disrupting the customer’s status quo, I believe you will find this relevant in all of its uses.

The Current Use and Understanding

Many of us in the Sales and Marketing community refer to ‘Status Quo’ quite frequently, and I would argue rightfully so. In fact, two of the foremost thought-leaders in this area, from my perspective, are Corporate Visions and CEB as their research and descriptions of the conditions and need for change are quite compelling.

When we talk and read about the status quo as our biggest competitor in the context of customers, we can misunderstand what is really meant. There is a tendency to infer that the customer has two choices – stay the same or change. I would like to reframe how we view status quo, and more importantly how we help prospects understand there is no such thing as staying the same.

A New Understanding

To properly understand Status Quo, let’s reorient back to the original Latin definition – “An existing state of affairs.” What this is speaking of is a condition at a particular point in time. In other words, there are literally hundreds of thousands of things that took their course to lead a customer, prospect, business, etc. to the point where they are now…at this point in time. This all has led to an “existing state of affairs.”

Where this tends to be misunderstood, whether by the sales rep or the prospect, is to treat the status quo as a condition that will likely stay the same unless acted upon. This is a wrong understanding. In fact, the image I used above has it exactly right…Status Quo has a downward trajectory, but is most certainly not level.

Consider it from a financial reporting perspective. If you were looking at a P/L statement or Balance Sheet, you would have a snapshot of your business at ‘a particular point in time,’ which describes the existing state of affairs. While there could certainly be some predictive qualities inferred from either of those financial reports, it does not guarantee that doing things the same way will produce the same results.

On a side note, this is one of the biggest problems I encounter when working with businesses whose growth has stagnated or declined. They tend to look back to more lucrative times and conditions and subsequently try to repeat what they had once done. This doesn’t work unless all of the other variables that were existent at the time years ago are exactly the same today. As you can imagine, this is rarely the case.

Don’t confuse what I am saying with companies that return to the fundamentals. Returning to fundamentals is often a good thing for organizations…provided their fundamentals were appropriate in the first place. I am referring more to organizations that try to recreate their past like the ‘no-longer popular’ college student that desperately tries to recreate his high-school glory days.

A Different Kind of Conversation with Prospects

With the perspective of financial reports not being a guarantee of future results, consider changing your perspective on what you are truly trying to “disrupt” when talking with prospects who are afraid to change.

Their perspective is most often one in which they believe what they are doing today is known and has some predictability that will lead to predictable results. Your conversations should help them understand that if they are not currently leading to improvements they were hoping and expecting to see, things will only get worse. You already know that if they are entertaining a conversation with you, that they are not seeing the results they had hoped for. Your proof points should be inserted at this point in your conversational choreography to bring the point home.

In Summary

If you are struggling to disrupt the prospect’s status quo, it most likely due to your failure to help them see the consequences of not changing, and leaving the prospect with the impression that what they are doing today will still work going forward. Tim Riesterer, Chief Strategy and Marketing Officer at Corporate Visions, often shares the following comments based on CEB’s research conducted with 5,000 buyers and decision makers that speak with salespeople:

86% of buyers said that the rep’s message, what they communicated in a meeting or phone call, had NO commercial impact whatsoever to them. In essence, they came away with the belief that what they are currently doing right now, the Status Quo, is okay and they themselves are okay. How do they know? The Sales Reps led them to believe that was the case because there was nothing to suggest otherwise in their communication.

When you speak with prospects, does your communication suggest any reason for change?

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

“Preach the Gospel at all times, and when necessary, use words.” These are the words ascribed to St. Francis of Assisi when addressing the Franciscans in his Rule of 1221 on how they should practice their preaching.

While there is some debate over whether he made the specific comment as quoted above, or simply addressed the principle through his writings, I believe his point is on the mark.

He is not admonishing those that use words, but rather imploring those following his teachings to demonstrate in life and in action what they were otherwise trying to convince people of through words.

His quote strikes me as being more about sequencing…behaviors followed by words…than it does for being one versus another. Both have their place.

If St. Francis were a Sales Manager…

With more and more sales leaders introducing The Challenger Sale to their team, we can all fall into the trap of ‘talking about’ the principles, traits and behaviors of a Challenger, in hopes that the profundity of our words compel new action.

Sometimes that happens, but more often people exposed to a whole new way of thinking, need to see repeated examples of these behaviors in action, especially when it comes to weighty concepts like ‘Reframes‘ and ‘Commercial Insight.’

If you have recently introduced Challenger to your team and are encouraging them to adopt new behaviors, guess who they’re looking to as their model? That’s right. Sobering, isn’t it?!

With that in mind, consider how the aforementioned quote from St. Francis might sound if he was a Challenger advising his aspiring Challenger Friars? Perhaps it might sound something like this…

“Teach the Challenger at all times, and when necessary use words.”

Mirror Test…

Question: If you could wave that magic wand and your team would automatically emulate Challenger as well as you demonstrate it to your team, what kind of Challenger team would you have?

Answer: Exactly the team you have right now. For some, this is great news and for others, it is simply a reminder that we need to be as diligent in the practice and execution of Challenger as we ask our reps to be.

Remember, we are held to higher standards. Therefore, let’s step up and re-commit to live out that which we have been proclaiming as being transformative, as we lead our team to the proverbial Promised Land. The rewards are so worthwhile for all involved.

As with any change effort, whether the implementing the Challenger Sale or instituting new governance practices with IT, the leader sets the stage of how each team member should respond, whether implicitly or explicitly. Let’s lead excellently…in a manner worthy of our calling!

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

I was recently working with some of my retail clients on ‘showrooming’ and leadership, and was reminded of some of the great principles Howard Behar spoke of in his 2009 book, “It’s Not About the Coffee.”

Whether you have read the book or have yet to read it, I would highly recommend picking up a copy. Following are just a few reasons I found to be highly beneficial:

• It’s practical, not just theoretical • It’s actionable, not just anecdotal • The focus is on People, not Product • The principles are timeless • Those you lead will benefit

10 Principles of Personal Leadership

1. Know Who You Are:Wear One Hat
2. Know Why You’re Here:Do It Because It’s Right, Not Because It’s Right for Your Resume
3. Think Independently: The Person Who Sweeps the Floor Should Choose the Broom
4. Build Trust: Care, like You Really Mean It
5. Listen for the Truth:The Walls Talk
6. Be Accountable:Only the Truth Sounds like the Truth
7. Take Action: Think Like a Person of Action, and Act like a Person of Thought
8. Face Challenge: We Are Human Beings First
9. Practice Leadership: The Big Noise and the Still, Small Voice
10. Dare to Dream: Say “Yes,” the Most Powerful Word in the World

The Phone Call…

“Am I going crazy?” Having just answered the phone, I had no idea who was calling and asking such a question of me. I responded with a courteous, but cautious chuckle saying, “Well…I think I’ll need a little more to go on. With whom am I speaking?”

She paused, told me who it was, laughed rather distractedly, then proceeded to dive right into describing her dilemma from today’s meeting with the Marketing Director from her “problem division.” She is the Sales Director of a firm in which I knew a bit about, particularly with the company’s background and this particular division’s struggle.

In summary, sales were strong across all of her other divisions and lines, each of which had their own marketing leader, while she led the Sales across all divisions. Things were great, that is for all but this one division. Sales continued to decline year over year and had high lead dependency from Marketing, thus her concerns.

The Rest of Her Story…

The sales model is B2B with an outbound sales team that sells consumer products ranging from $200 – $1,000. As described earlier, they are highly dependent upon Marketing to deliver leads.

The Division Head and Marketing Director were both new to this division in 2011 and had stepped in with a new, radical, $1M cost-reduction strategy for marketing. The new marketing mantra became for the next two years, “Less Quantity, More Quality!”

This strategy resulted in lead reduction of 60% in 2011 compared to 2010. In 2012, the leads dropped another 40% from 2011. Not surprisingly, sales had correspondingly declined steeply, more so than any other recent period. While sales did have a dramatic decline, it was nowhere near the rate of decline for the lead volume.

The Sales leader saw neither quantity nor quality from marketing, and as she describes it, the numbers supported her version of the story. Despite the numbers, the Marketing Leader and Division Head remained committed to defending their original strategy a year and a half into it with major revenue losses, and subsequently showed no openness to a different, or better strategy.

Towards the end of 2012, she managed to get a commitment from Marketing for substantially more qualified leads in 2013, although to the Marketer, ‘qualified’ apparently meant email, number and “Request for literature.”

Additionally, the Marketer’s commitment was simply to an aggregate number of leads on a monthly basis, but not by geography, firmographic, demographic, product type or other. His tactic? Email marketing….it’s part of the ‘cost-reduction’ plan.

Today, prior to the call and after her meeting with the marketing team, she made her plea for more qualified leads as the current lead quantity left her outbound team with capacity in excess of 60% going into their largest quarter of the year.

After her meeting, she shared that in addition to the quantity of leads being a third of what they needed, 80% of them were for two of their 10 product lines. This meant that they had on average a half-lead per rep to call on each day for the remaining products….not enough to meet the sales plan.

“A Lead is a Lead is a Lead!”

Through frustration, the Marketer responded to her plea for more balanced and qualified leads with saying, “A lead is a lead is a lead. We know that regardless of what product type we market, more than half of the prospects will want something different anyway. We could collect leads on just one of our products and it wouldn’t matter. All that matters is that you have leads of any type, then your team can determine what they really need.”

Again, the sales exec says to me…this time through tears…“Am I going crazy? Do I have my expectations set too high? Is it unreasonable to ask marketing to know the customer well enough to hit who they’re aiming at? Maybe I am the problem. I don’t feel like I am but it just seems like we need to change our approach to marketing.”

I responded, “Being crazy and unreasonable is not your problem, although your 2-year tolerance may be a part of the problem. It sounds to me like there is a much larger issue at play here…”

Change the Marketing, or the Marketer?

I speak with people in Sales and Marketing roles from all over the country. From executives to analysts to reps. Lead generation and qualification is by far, one of the most common frustrations I hear.

No matter who I am working with or from what field, I am pretty quick to keep the responsibility and accountability with each respective group I am working with. Most companies needing my help typically don’t have their respective ‘houses in order.’ Therefore, I keep Sales concentrated on their own responsibilities and Marketing, theirs so I don’t create an all out Game of Thrones. I work with the executive leadership on cross-departmental improvements before circling back to the departments.

For these reasons, offering up an anecdotal recommendation to this Sales executive to “change the Marketer” after merely an hour-long conversation would be ill-advised, no matter how apropos that may seem. There is always more to the story, especially when it comes to Sales and Marketing alignment.

What Advise Would You Give?

Given the very limited facts we all have here, what advice would you give and to whom would you target your comments? The Marketing Director? The Sales Director? The Division Head? Who would you love to spend 15 minutes with and what would you tell them?

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Recently, at a Sales Team meeting, we were reviewing the metrics and performance, and addressing the inherent problems with “giving your best efforts.”

The team works hard, and subsequently believed that they were giving their best in one specific area of their performance. Despite their belief, they were stuck in familiar patterns and routines that needed to be reframed, or seen differently.

Following is a quick exercise that we did to break open their thinking to get different results. By the way, we have seen a 50% improvement for several weeks straight, due to new thinking, focused efforts and solid coaching from their sales leader.

Exercise: When giving your best is not your best

We began by framing our discussion around how giving our best feels like our best, but limits the options to truly give a breakthrough performance.

We then voted for a volunteer – the criteria this particular day was for the most athletic person – but you can choose any criteria for this exercise.

Brian was voted in. I gave Brian a colored piece of tape with very specific instructions. “I want you to give your very best effort, by jumping and sticking this piece of tape as high as you can on the wall in front of you.”

Brian truly is an athletic individual, and his result was remarkable. At approximately 10′ high on the wall stood a lone piece of tape. I asked how he felt with his effort. He said, “Good!” I then asked if he had truly given his best effort. He confirmed he had.

I then gave him a different colored piece of tape and simply said, “I would like you to beat your best.”

And he did…by nearly 3 inches. His comments afterward were, “Wow! When you asked me to do my best, I thought I had already done so, but apparently I was wrong.”

We debriefed the exercise together as a team, which led them to even better insights than what I had planned for them. I won’t pass those along so as not to predetermine how this exercise can and should be used with your teams. In short, what we saw was Brian adjust his whole approach to beating his best.

If you choose to do this exercise with your team, I would love to hear the results your team’s experience.

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Sales Leaders were gathered around the conference table to debrief the progress of each respective team’s reps in The Challenger Sale.

There were some great successes shared, with one story of a Relationship Builder who was consistently ranked last, rising to #1 for the last 7 consecutive months. All because she changed her behaviors.

The discussion then centered around those reps that have yet to embrace the Challenger Sale. It was a few minutes into the debrief and diagnosis when we realized we had fallen into the very trap we were advocating against…

Battling the Status Quo
It wasn’t that the sales reps struggling with the Challenger implementation were blatantly resistant to change. They just weren’t sure it was necessary. Their performance was relatively strong, with nearly all achieving quota. Yet there were points in their daily discussions with prospects that were not effective. Their leaders knew it and they knew it.

Reps would approach their respective sales leader with the problem…or vice versa. The leaders would then point to the corresponding Challenger behavior that would address the problem, then coach to the behavior.

Seems reasonable, right? Wrong! We were circumventing the process in order to speed up coaching and performance. They had a known problem. We had the solution. The Challenger Sale!

A New Way
At the heart of the matter was that the reps with their very legitimate problems, were hearing the ‘solution’ from their leaders. In the Challenger choreography, this is the equivalent of going straight from Warmer to Our Solution. See my previous post on the consequences of doing so.

When we don’t adjust our prospect’s thinking (or in this case, our reps), and expose the problems with the status quo, we fail to ripen their appetite for a new way. For these reasons, the Reframe followed by Rational Drowning into Emotional Impact are critical, especially when teaching new behaviors.

Challenger Tip
When coaching, don’t assume you can jump to the solution because reps have sufficient information. What is not needed is more information. What is needed is a different way of thinking about their problems. Therefore, always follow the choreography. The choreography’s brilliance is that it uncovers and exposes faulty beliefs. Beliefs that lead to complacency in the Status Quo zone.

Take the time to do it right by setting a foundation for a reason for change. Then lead them as a Challenger would do. As a leader, you will benefit by reinforcing your Challenger behaviors (not theories). Your reps will benefit from seeing it in action and the effectiveness in bringing about change.

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

What began 100 years ago, with President Woodrow Wilson signing into law a National Day to honor mothers, has come to represent something of a flawed model for truly honoring those we care about.

In today’s culture, where ‘busyness’ rules the day, we can quickly and easily fall into familiar patterns that look an awful lot like day-to-day survival as we work through our to-do lists. By the time Mother’s Day rolls around, the scramble to ‘show Mom how much you love her’ can simply become another checklist item.

As leaders, we can fall into these same patterns.

‘To-Do List’ Appreciation
Many years ago, working with one of my leaders on this very topic, I had observed an unhealthy tension between the leader (Ron) and his staff members. With one particular staff member (Robbie), it was especially pronounced.

I met with Robbie and asked him what he was so angry. He proceeded to describe the dysfunction between Ron and the whole staff.

One of the examples Robbie cited was that when Ron would walk in to work every morning, he would walk right past every one of his co-workers without saying a word, much less “good morning.” Hearing these examples, I sat the two of them down to talk about these behaviors in order to bring insight to Ron, and facilitate a healthier work environment.

As Robbie shared his example with Ron about not saying “good morning” when he walked in, Ron wrote a note on his paper, saying aloud as he wrote…”Say good morning to Robbie when I walk in.” Ron’s tone was clearly patronizing. Robbie hung his head in disappointment.

Ron was terminated shortly thereafter for a variety of reasons, including his lack of value for people. He relegated respect and honor to a checklist item.

A Look in the Mirror
We hear stories like the one I just described, and we are appalled. Yet if we look in the mirror, how often do our actions reflect aspects of this very same behavior. For example, if we are marking our calendars in Outlook with reminders to ‘get Mom a card’ are we truly honoring her?

I am not advocating doing away with Mother’s Day. I just believe that we have an opportunity to ‘honor’ differently. If we truly want to honor her, we make it a priority and demonstrate our love and honor through our regular actions.

And so it goes with those we lead. It is easy for us to say we value our staff, but do our daily actions reinforce that our actions match our words? If not, let’s change that.

Let’s use this Mother’s Day, not as an annual reminder of when to ‘honor’ mom, but rather as the beginning of how we will honor those we love and care about each and every day.

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

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Repeatable Success Architect

Articles on this site aim to take best practices and methodologies in Sales, Marketing and Leadership, and distill them down into practical approaches that anyone can follow.
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Jeff Michaels is an executive-level business leader with experience in sales, marketing, retail operations and manufacturing. His specialty is teaching leaders and teams how to create intentional, predictable, and repeatable success in business.